Cameron has been loyal long-term member of the InterContinental Group team, which he joined not long after his graduation from BMIHMS. He has built a strong management career, built on a dedicated work ethic, within a portfolio of resorts and hotel properties in Fiji, Melbourne and Sydney.

Cameron has successfully progressed from hotel operations and rooms division departments to taking total responsibility for all hotel activities in his current position as Hotel General Manager within the prestigious Crowne Plaza, Melbourne.

You can find out more about Cameron’s career within his Alumni Profile page, as well as finding out what a day in Cameron’s life is like below:-

A day in the life of Hotel General Manager, Crowne Plaza Hotel Melbourne

8am: First thing in the morning is time to ‘Walk the Beat’ – spend time in operations talking with colleagues and guests. I often assist with either clearing plates in the restaurant, or offering express check-outs to guests if a queue begins to form. This hands-on approach gives me the perfect opportunity to ask how their stay was and provide a service to our guests. It also gives me an opportunity to work alongside the front-of-house staff and experience their working environment.

9am: Personal assistant gives me an overview of the day and review of the previous day.

9.30am: Morning briefing. A chance to align all senior leaders with what is happening in the business today and tomorrow.
10am: Emails. Dedicated start and finish time designed so I can focus on this task. While highly important to today’s business environment, I always ensure that email does not over-shadow verbal and face-to-face conversations with my staff.

10.30am: Strategy time – reflect on ‘Action Plans’ and what we need to do. Are we on track? What outside assistance might we need to address unexpected issues?

12pm: Lunchtime is busy. I am always out on the floor or behind the scenes among operations. Generally, I am walking around doing quick quality checks. Tip: every hour or so, I get up and about to touch base with the teams in operation. This does two things: it keeps me in tune with daily operations and it recharges me for the tasks ahead.

12.30pm: Lunch

1pm: One-on-one catch up with a scheduled department head. I schedule each department head on a fortnightly basis for a one-on-one discussion, to work through their challenges, successes and development. This is their time.

2pm: Emails, emails, emails.

3pm: Attend front-office daily staff briefing. I want to ensure that the team understands they have my support and commitment to delivering excellent guest service.

3.15pm: Walk around, quick quality check.

3.30pm Scheduled meetings and/or work on current projects. For example, I am currently undertaking an ‘internal brand quality audit’ to ensure brand compliance and brand consistency on delivery. A certain amount of strategic planning is required to implement this.

5.30pm: Walk around, quick quality check.

6.15pm: Prepare for the next day. I consider this to be a critical part of the day – setting yourself up for success. Knowing what I have ahead of me allows me to plan for the unexpected.

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Hospitality and Hotel Management

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